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3 Content 01 Executive Summary HR Climate Index 2015: Under the Banner of Continuous Change 4 02 About the HR Climate Index Study Findings of the HR Climate Index Study State of Business Developments within HR Positioning of HR Priorities for HR in Priorities for Optimized HR in Greatest Strategic Challenge for HR in Kienbaum in Brief 22 3 Content

4 01 Executive Summary HR Climate Index 2015: Under the Banner of Continuous Change The global context for the economy of HR work in 2015 is one of a global economy still trying to recapture momentum. Many high-income countries continue to struggle with the legacy of the global financial crisis, while emerging economies are less dynamic than in the past. However, the economic outlook for most of the countries participating in this study is rather positive: about half of the surveyed companies anticipate growing sales and higher profitability in Furthermore, about four fifths anticipate growing or constant workforce numbers in Compared to 2014, the outlook in terms of economic data is more optimistic and, at the same time, more cautious. In this context of economic recovery and the search for a new global balance, many companies see improving their efficiency and effectivity as the best way to secure their future and accelerate their growth. These expectations produce a specific set of new priorities for HR work. Accompanying and managing change is one of the most important issues, as the need for organizational agility and the successful management of culture change is ubiquitous in our globalized world. Increasing leadership and management quality is still a top priority for HR work, especially in a context of a changing environment and instability giving management a key role to play. This context of permanent change spreads through all HR priorities for 2015, whether it be the retention of high potential and employer attractiveness, strategic recruitment, workforce planning and the development of competences to support business growth or secure leadership and management pipelines, or the challenge of keeping employees engaged and motivated in this uncertain environment. Continuous change has serious implications for the organization, which HR has to confront. These would seem to be the priorities that true HR business partners who enable business growth and sustainability are made for. In comparison with previous years, HR now sees itself as a strategic partner. HR is recognized as such by nearly 90% of the managers of the participating companies, present on top management level and involved in most of strategic projects and initiatives. Furthermore, it must be emphasized that the development of HR resources budget and headcounts is quite positive in comparison to previous years. The trend towards HR cost reduction seems to be over. Indeed, one third of the respondents expect an increase of their HR budget in This positive trend is even more pronounced in the emerging economies. All of this is a positive sign for HR! 4 Executive Summary HR Climate Index 2015: Under the Banner of Continuous Change

5 And what are the main challenges for HR s future development? The answer depends on the regions. In high-income countries, a major challenge is to successfully make the organization recognize the impact of HR work and provide transparency across the HR service portfolio. HR departments in these countries have already implemented new structures and are now undergoing a phase of consolidation, where process optimization and proving HR s contribution to the business are the main focus. In emerging economies, HR is more concerned with implementing new structures and developing HR employees competencies. Surprisingly, many important and much-vaunted topics, such as big data, work-life balance, the implementation of cloud-based solutions, or diversity management, appear to have lost their relevance for HR in Do those issues play no role in the reality of HR? Or is HR missing the boat? We look forward to seeing what will be on the agenda for Berlin, March 2015 Fabian Kienbaum Managing Partner Kienbaum Consultants International GmbH Dr Walter Jochmann Managing Director Kienbaum Consultants International GmbH Hans Ochmann Managing Director Kienbaum Management Consultants GmbH 5 Executive Summary HR Climate Index 2015: Under the Banner of Continuous Change

6 02 About the HR Climate Index Study 2015 Kienbaum has been publishing the HR Climate Index in the first quarter of every year since The primary purpose of the study is to survey the economic expectations for HR and the position of HR within businesses. Additionally, it is committed to detecting and monitoring future HR trends. Since 2006, data for the HR Climate Index has been collected annually in the DACH region, joined by Central and Eastern Europe in In 2015, Kienbaum conducted the study internationally for the first time in order to offer a global overview of important HR issues. Illustration 1: Allocation of the participating companies to country groups Developed Countries Developing Countries 14 % The sample includes 501 companies of different nationalities, sizes, and sectors of industry. Most respondents hold leading positions in HR management. Based on their domestic economic conditions 1, the participating countries are split in two categories: developed countries and developing countries. This classification uses the GDP (Gross Domestic Product), according to which:» Developed countries are Austria, Belgium, Croatia, Czech Republic, France, Germany, Hungary, the Netherlands, Poland, Romania, Switzerland, and the United States;» Developing countries are Brazil, China, Singapore, and Turkey. Regarding the participating industries, the sample is made up as follows: The largest groups in the sample are companies from the manufacturing sector, accounting for 60% of the total, followed by service providers, amounting to 32% of the sample. Retail and trade account for 5%, whereas public sector organizations represent only. In total, the sample covers 17 individual sectors of industry. 86 % 1 Based on the classification used by United Nations in World Economic Situation and Prospects 2015, United Nations, New York, About the HR Climate Index Study 2015

8 03 Findings of the HR Climate Index Study State of Business Sales Sales increased on a moderate level in 2014 for 5 of the companies. Only 20% of the companies reported decreasing sales. The positive trend is expected to continue in 2015, with 55% of the participating companies expecting an increase and only 12% a decline in sales. The number of participants expecting approximately constant sales increased from 27% in 2014 up to 3 for Illustration 4: Sales global strongly decreasing (over 5%) decreasing approx. constant increasing strongly increasing (more than 5%) 9% 19% 18% 27% 3 34 % 37% 2014 expectation for % 10% 20% 30% 40% 8 Findings of the HR Climate Index Study 2015

9 The comparison of the regions reveals significantly increased sales in developing countries in 2014 (62% as compared to 51% in companies from developed countries). The expected sales for 2015 are distributed similarly: Companies from developing countries expect increases in sales of up to 69%, whereas the expectation in developed countries remains almost constant with 52%. At the same time, sales in developing countries are more volatile in 2014, with 25% of the companies having reported a drop in sales, compared to 20% in developed countries. For 2015, both regions are expecting drops in sales to be less severe than in 2014: only 12% in developed countries and in developing countries. Illustration 5: Sales developed/developing countries strongly decreasing (over 5%) Developed Countries (2014) Developed Countries (expectation for 2015) Developing Countries (2014) Developing Countries (expectation for 2015) decreasing 9% 8% approx. constant 1 20% 29% 3 increasing 24% 29% 35% 39% strongly increasing (more than 5%) % 40% 0% 10% 20% 30% 40% 9 Findings of the HR Climate Index Study 2015

14 3.3 Positioning of HR Impact of HR About half the respondents predict the impact of HR at their companies to increase in With only of the participants expecting declining and 4 constant importance, HR seems to have established a sound position inside the businesses. Noticeable is a significant growth of HR influence in developing countries about three-quarters of the participants are expecting higher prominence of HR in their organization for Illustration 14: Impact of HR in 2015 decreasing 4% Global Developed Countries Developing Countries approx. constant % increasing 51% 47% 7 0% 20% 40% 60% 80% HR as Business Partner The perception of HR as a business partner by management is overwhelmingly positive, with 87% of the participants ascribing a strong importance to the role of HR. Only 1 of the participants consider the contribution of HR to the business to be low. Noticeably, 31% of the participants from developing countries consider the role of HR to be very strong, while only 1 of the participants from developed countries use this extreme category. Illustration 15: Perception of HR as Business Partner not at all very little little 1% 1% 1% 5% Global Developed Countries Developing Countries not very strong 2 24% 1 strongly 41% 49% 50% very strongly 15% 1 31% 0% 20% 40% 60% 80% 14 Findings of the HR Climate Index Study 2015

15 Involvement of HR in Strategic Projects and Initiatives The importance of HR as business partner is illustrated by the current involvement of HR in strategic projects and initiatives. Only very few HR departments are cut off from relevant projects (2%). However, at only 7% of the companies is HR involved in all strategic projects and initiatives. Surprisingly, HR involvement is rated much more positively in developing countries, with 4 of the participants reporting HR involvement in at least 80% of strategic projects and initiatives (only 25% in developed countries). Illustration 16: Involvment of HR in strategic projects and initiatives 0% involved 2% 2% Global Developed Countries Developing Countries 20% involved 40% involved 60% involved 9% 12% 2 24% 2 25% 24% 24% 30% 80% involved 21% 19% 31% 100% involved 7% 15% 0% 20% 40% 60% 80% HR Presence on Management Level Globally, HR departments are represented on the first two management levels at nine out of ten companies. In developing countries, however, the heads of HR are ranked somewhat lower compared to their peers in developed countries. In companies from developed countries, 41% of the HR departments are part of the executive board and 50% are included in tier-1 management. While HR is represented equally well on the executive board level in developing countries (with 45%), it is present on tier-1 at only 3 of companies. More HR departments from developed countries are represented on tier -2 ( compared to 8% in developed countries) or other levels (8% compared to 1% in developed countries). Illustration 17: HR presence on management level Global Developed Countries 42% 41% 48% 50% 8% 2% 8% 1% Executive Board (Tier 0) Tier-1 Tier-2 Other levels 45% 3 8% Developing Countries 0% 20% 40% 60% 80% 100% 15 Findings of the HR Climate Index Study 2015

16 3.4 Priorities for HR in 2015 Globally, participants report following issues as the top HR priorities in 2015:» Increase leadership and management quality» Change Management» Recruitement» Employer attractiveness» Training and qualification A comparison of both regions reveals a stronger need for diversity management, an increase of staffing quality of top and key positions, talent management, and motivation and engagement in developing countries. Particular noticeable is the difference in performance management between both regions, with developing countries reporting twice as much demand as developed countries in this area. Conversely, the improvement of employer attractiveness, recruitment, and workforce structure (demography) has higher importance in developed countries. Overall, following items receive fewest mentions:» Diversity management» Big data for HR management» Work-life balance No participant from developing countries rated HR controlling as a priority. 16 Findings of the HR Climate Index Study 2015

18 3.5 Priorities for Optimized HR in 2015 In order of importance, the most important priorities for improving HR in 2015 are:» Optimization of HR processes» Competency development of HR employees» Internal communication Comparing both regions, the optimization of HR processes does not stand out as the single most important priority in developing countries. It is as important as competency development of HR employees and increasing the added value through HR ratios/kpis. Generally, there are several topics which are of higher priority in developing countries, including the former two topics as well as the optimization of center of expertise/center of competence and increasing internal customer satisfaction. In developed countries, only the optimization of HR processes and providing transparency of the HR service portfolio are rated as significantly higher. Following issues receive the lowest priorities:» HR outsourcing» Reducing the costs of the HR department 18 Findings of the HR Climate Index Study 2015

20 3.6 Greatest Strategic Challenge for HR in 2015 The last item of the HR Climate Index Study 2015 was phrased as an open question. The participants were requested to name the single greatest strategic challenge for HR in their company for the year The respondents consider accompanying and managing change as their top issue. Whether it be managing change in a growing context or in difficult economic situations (for example restructuring, cost reductions, recruitment freezes, or staff reduction), HR plays a key role for the sustainability of the company and contributes to its commercial growth. In the context of uncertainty and a fast-changing environment, the following strategic challenges are expected for HR in 2015: keeping or increasing leadership and management quality, managing cultural change, retaining the best performers and high potentials, strategic development of the employees competence in order to fit with the business strategy and needs of the future, securing leadership and management pipelines, and keeping employees engaged and motivated in order to maintain good performance, even in a challenging context. Making the organization appreciate the impact of HR work and being recognized as strategic business partners by top management and line management alike is also named as a key challenge by many respondents. 20 Findings of the HR Climate Index Study 2015

21 The greatest strategic challenge for HR in 2015 is to contribute to management in such a way that employees do not get lost in the dynamicsof the company and can cope with the pace of changes. (HR Director, 980 employees, machinery, equipment, and construction sector, Netherlands) to maintain employees' high performance under difficult circumstances. (HR Director, 630 employees, consumer goods sector, Hungary) to develop the talent pipeline based on the new business strategy. (HR Director, 4,600 employees, retail sector, Turkey) to facilitate a new leadership culture within the company. (VP HR Expertise Functions, 14,000 employees, engineering, technology, and high-tech, Netherlands) to execute the global recruiting and talent management strategy and, at the same time, lead through the change process from a family owned company to a global enterprise-driven company. (HR Director, 1,000 employees, machinery, equipment, and construction, Germany) to ensure that the global HR initiatives are fully understood and practiced. (Head of HR, 700 employees, chemical and pharmaceutical, Singapore) 21 Thema

23 Human Resource Management HR management offers many essential levers for the successful development of any business. They work by providing the necessary human resources, by shaping an externally and internally attractive corporate culture, or by improving people s readiness for and ability to change. In view of a demographic bottleneck that promises to limit the supply of qualified personnel for the long term, the changes that are required in terms of diversity, and the changing self-perceptions and motivations of new generations of employees, the HR function occupies a position of substantial importance with the concepts, processes, and tools it can provide. A number of process-oriented terms, such as talent management or succession planning for key functions, strategic workforce management, competence management, and change management, are occupying more and more of the agenda of top managers. They have finally gained the business relevance they deserve. The selection of high-quality candidates for key functions, the management of strategic and organizationally relevant changes in learning processes, the early identification and retention of high potentials, and the adjustments and implementation of sustainable leadership principles are the mainstays of any HR team that wants to produce a real contribution to commercial success. Change must not stop at the doors of the HR departments either. HR professionals need to live up to the requirements of their clients and the constant drive for effectiveness and efficiency that this means. Using suitable IT solutions to pave the way to great efficiency in operational core processes is part of this, as is the application of talent management programmes and processes designed specifically with the internal client in mind. Kienbaum Your Experienced Partner Kienbaum is the partner of choice for the design of structures and processes, models and instruments in human resource management on the domestic and the international level. We have over three decades of applied experience in human resource management. We can access a wealth of sound best-practice solutions as well as innovative developments in high-profile businesses or medium-sized hidden champions. With the specialist consultants of Kienbaum, we support the HR transformations of our clients with effective solutions. We design bespoke HR and people strategies and governance structures in cooperation with our clients that allow an efficient and effective response to the strategic challenges of HR. We also support the successful establishment and qualification of HR professionals, especially for HR business partners. Our clients achieve greater efficiency in HR by optimizing their cost landscape and increasing their value contributions. We supply them with the methods, instruments, and best practices they need and work with them to design the right implementation strategies from our HR audits as quick checks of the status quo, via support for the design of HR strategies, to our HR optimizer, our unique toolkit for a fullscale HR transformation with a transparent business case. In addition to aspects of HR transformation, we apply the exceptional knowhow and specialist resources of our consultants in the fields of talent and workforce management as well as learning and development. We can support all relevant issues from first designs to final implementation and can provide suitable coaching interventions to ensure lasting success. We work with our clients to improve the leadership and management quality of the next generation of business leaders. 23 Kienbaum in Brief

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